WORKFORCE DEVELOPMENT PLAN 2018 - 2020 · 2019-06-19 · Training and development of the workforce is one part of a comprehensive strategy toward agency quality improvement. Fundamental

WORKFORCE DEVELOPMENT PLAN 2018 - 2020

HUMAN RESOURCES OFFICE OFFICE OF WORKFORCE DEVELOPMENT SUBJECT: Columbus Public Health Workforce Development Plan SCOPE: Columbus Public Health, All Staff

TOTAL NUMBER OF PAGES: 25

REVIEW FREQUENCY: Biennially

ORIGINAL DATE ADOPTED: 7/8/2013

LATEST EFFECTIVE DATE: 12/27/2018

REVIEW/REVISION DATE(S): 6/28/13, 5/16/16, 11/23/18

PRIMARY AUTHOR(S): Beth Ransopher, Kevin Williams

BOARD OF HEALTH APPROVAL DATE: N/A REFERENCE NUMBER: N/A

Columbus Public Health

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CPH_Workforce_Development_Plan_FINAL_2018.11.23.docx Rev 11/23/2018 Pg 2 of 25

SIGNATURES: Endorsement: Workforce Development Plan We hereby endorse the Columbus Public Health (CPH) Workforce Development Plan, on behalf of the City of Columbus. The CPH Workforce Development Plan explains how training is structured throughout the department, who is responsible for what and a description as to how CPH will address and improve workforce capabilities. Health Commissioner

______ __12___/__13___/__18____ Mysheika W. Roberts, MD, MPH – Columbus Public Health Date Chief Operations Officer - Assistant Health Commissioner

______ __12___/__13___/__18____ Roger Cloern – Columbus Public Health Date Chief Nursing Officer - Assistant Health Commissioner

______ __12___/__13___/__18____ Nancie Bechtel, MPH, BSN, RN – Columbus Public Health Date External Affairs – Assistant Health Commissioner ______ __12___/___13__/__18____ Michael Fielding, RS, MS - Columbus Public Health Date Human Resources Officer

______ __12___/__13___/__18____ Kevin Williams - Columbus Public Health Date


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RECORD OF CHANGES TO THE PLAN:

DATE WHAT IS CHANGED NAME 12/15/14 Plan reviewed. Beth Ransopher

05/16/16 Plan reviewed. New training programs added. Beth Ransopher

10/23/18 Plan reviewed. New department Strategic Plan added and workforce strategic priorities for 2018 – 2020.

Beth Ransopher

11/07/18 Formatted to match the policy template Laurie Dietsch


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TABLE OF CONTENTS: SIGNATURES: ........................................................................................................................................................................... 2 TABLE OF CONTENTS:.............................................................................................................................................................. 4 INTRODUCTION AND PURPOSE .............................................................................................................................................. 5 GLOSSARY OF TERMS .............................................................................................................................................................. 5 AGENCY PROFILE ..................................................................................................................................................................... 5

I. Location & Population Served ................................................................................................................................... 5 II. Funding ...................................................................................................................................................................... 5 III. Organizational Structure ............................................................................................................................................ 6 IV. CPH Strategic Plan ...................................................................................................................................................... 6 V. Learning Culture ......................................................................................................................................................... 7 VI. Workforce Policies ..................................................................................................................................................... 7 VII. CPH Sponsored Workforce Programs ........................................................................................................................ 8

WORKFORCE PROFILE ............................................................................................................................................................. 9 I. Current Workforce Demographics ............................................................................................................................. 9 II. Future Workforce ..................................................................................................................................................... 10

COMPETENCIES & EDUCATIONAL REQUIREMENTS .............................................................................................................. 11 I. Organizational Competencies .................................................................................................................................. 11 II. Manager/Supervisor/Executive Level Competencies .............................................................................................. 11 III. Job Specific Competencies ....................................................................................................................................... 12 IV. Professional Competencies ...................................................................................................................................... 12

TRAINING NEEDS ................................................................................................................................................................... 13 I. Training Needs Assessments and Results ................................................................................................................ 13 II. Public Health Workforce Interests and Needs Survey (PH WINS) ........................................................................... 14 III. Agency-Specific Needs ............................................................................................................................................. 14 IV. New Employee Training Needs ................................................................................................................................ 15 V. Discipline-Specific Competency Needs .................................................................................................................... 15

WORKFORCE DEVELOPMENT GOALS .................................................................................................................................... 16 I. Administration - Workforce ..................................................................................................................................... 16 II. Community Engagement and Partnerships ............................................................................................................. 16 III. Organizational Capacity ........................................................................................................................................... 17 IV. Recruitment and Retention ..................................................................................................................................... 17 V. Supervisor and Leadership Development ................................................................................................................ 17 VI. Technology ............................................................................................................................................................... 18

PLAN IMPLEMENTATION....................................................................................................................................................... 18 I. Roles and Responsibilities ........................................................................................................................................ 18 II. Communication Plan ................................................................................................................................................ 19

EVALUATION AND TRACKING ............................................................................................................................................... 20 I. Evaluation ................................................................................................................................................................ 20 II. Tracking .................................................................................................................................................................... 21 III. Accountability .......................................................................................................................................................... 22

CITATIONS ............................................................................................................................................................................. 22 CONTRIBUTORS ..................................................................................................................................................................... 22 PLAN MAINTENANCE & POINT OF CONTACT ........................................................................................................................ 23 APPENDICES & ATTACHMENTS ............................................................................................................................................. 23 REFERENCE FORMS ............................................................................................................................................................... 23 Attachment 1: Population Served Chart .............................................................................................................................. 24


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INTRODUCTION AND PURPOSE Training and development of the workforce is one part of a comprehensive strategy toward agency quality improvement. Fundamental to this work is identifying gaps in knowledge, skills, and abilities through the assessment of both organizational and individual needs, and addressing those gaps through targeted training and development opportunities. This document provides a comprehensive workforce development plan to address Columbus Public Health’s (CPH) evolving public health workforce, including preparing new employees, efforts to retain current employees and how, as an organization, we invest in future leaders by providing sustainable educational programming. It also serves to address public health accreditation documentation requirements for Domain 8: Maintain a Competent Public Health Workforce1. In addition, this plan addresses the training needs that support achievement of the mission, vision, values and strategic priorities from the CPH Strategic Plan2 as well as the CPH Performance Management and Quality Improvement Plan3. This plan also explains how CPH develops nationally adopted public health core competencies among the staff. The CPH Workforce Development Plan is adaptable to meet the changing needs and priorities set forth by the department and serves as a guide for agency workforce development efforts. The appendix section of the CPH Workforce Development Plan includes working documents that support workforce programming such as: training plans for existing staff and new employees; needs assessment results; and additional workforce development documentation. Also included is a CPH Curriculum and Training Schedule (see Appendix A) which serves as the training plan for CPH and includes identified initiatives that meet the department’s workforce goals and strategic priorities including a crosswalk of competencies being met. GLOSSARY OF TERMS Competency – applied knowledge, skills, and abilities that enable people to perform work effectively and efficiently AGENCY PROFILE I. Location & Population Served

Columbus Public Health is located in Columbus (Ohio), and serves the residents of the City of Columbus and the City of Worthington. Through specific grants, CPH also provides several services for all Franklin County residents such as the Ben Franklin Tuberculosis program, the Ryan White HIV program, and the Franklin County Women, Infant and Children program. The City of Columbus, the capital of the State of Ohio and seat of Franklin County, was estimated by the U.S. Census Bureau in 2017 to have a population of 881,9014 consisting of 68% of the Franklin County population. The population of Worthington is estimated at 14,155 (2012-2016, ACS, 5-year estimate). The City of Columbus population has increased by 9% over the past 5 years (see Attachment 1: Population Served Chart). A complete demographic profile of the jurisdiction can be found in the Columbus and Franklin County Community Health Assessment5.

II. Funding Columbus Public Health is funded through a variety of sources. Two primary sources of revenue are the General Fund Subsidy (40.0%) from the City of Columbus and various local, State, and federal grants (44.0%). Other sources of revenue include fees and charges for services (16.0%, as reported in Fiscal Year 2017).

Funding to support training initiatives is available through the general fund or through grant monies within individual programs. Employees utilizing grant funding to attend a training or conference must utilize funds appropriately by attending programming that is required or supported by the grant deliverables. Prior to utilizing any funds to attend a training or conference, CPH employees must obtain written approval by following CPH and


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City of Columbus policies and procedures, and show justification as to how the training directly impacts or enhances their job duties.

III. Organizational Structure Columbus Public Health is comprised of nearly 500 full-time, part-time, temporary and seasonal employees led by a Health Commissioner, three Assistant Health Commissioners, and further structured into Divisions6. A. Health Commissioner and Medical Director

1. Division of Clinical Health 2. Employee Assistance Program

B. Assistant Health Commissioner/Chief Nursing Officer 1. Division of Family Health 2. Division of Neighborhood Health 3. Strategic Nursing Team

C. Assistant Health Commissioner/Administration 1. Division of Environmental Health 2. Administration (Billing, Building Services, Fiscal, Human Resources, MAC, Safety, Technology, Vital Statistics,

and Workforce Development) D. Assistant Health Commissioner/External Affairs

1. Division of Addiction Services 2. Division of Population Health 3. Planning and Quality Improvement 4. Policy Advisor 5. Public Affairs and Communications 6. Violent Crime Review Group

Columbus Public Health supports an Office of Workforce Development (OWD) within the Human Resources Office. The OWD coordinates, plans, and manages training and educational development for the entire department. The OWD is staffed by one full-time Workforce Development Manager.

IV. CPH Strategic Plan

The CPH 2018 – 2022 Strategic Plan2 outlines high-level department strategies, as well as specific improvement activities to advance the mission of protecting health and improving lives. The strategy includes four strategic priorities, four overall perspectives, 12 strategic goals, and a set of associated key performance measures that are integrated into a performance dashboard.

A. Mission and Vision

Mission: To protect health and improve lives in our community Vision: The Columbus community is protected from disease and other public health threats, and everyone is empowered to live healthier, safer lives. Columbus Public Health is the leader for identifying public health priorities and mobilizing resources and community partnerships to address them.

B. Core Values

1. Customer Focus 2. Accountability 3. Research / Science-based 4. Equity and Fairness


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C. Strategic Priorities 1. Workforce & Technology 2. Leadership 3. Resource Allocation 4. Mental Health & Addiction

D. Perspectives, Strategic Objectives and Performance Measures

The strategic framework is divided into four perspectives including Customer, Internal Process, Organizational Capacity and Financial Stewardship. In correlation with the departments above strategic priorities, the following strategic objectives and key performance measures address improving and advancing workforce development initiatives. 1. Perspective – Organizational Capacity

- Strategic Objective: Attract, develop, and maintain effective performers - Performance measure: Ratio of % of CPH FTE minority female staff to % of minority female clinic

clients. - Performance measure: % of staff who agree/strongly agree that CPH is a good place to work. - Performance measure: Employee turnover rate.

V. Learning Culture

The CPH learning philosophy is to support and sustain a capable and qualified workforce. Training and educational activities are conducted to strive for the highest quality of services and performance improvement while meeting the needs and expectations of customers. The OWD collaborates with internal professional continuing education programs to plan training objectives together and ensure continuing education credits are provided. Various instructional methodologies are utilized to conduct training including classroom, journal clubs, exercises, and online independent studies. A web-based learning management system, called Lippincott Nursing Procedures and Skills7, is used as an agency-wide resource and tracking system. As employees of the City of Columbus, staff also has access to the Citywide Training Gateway8, another source to complete required online training and to register for citywide-sponsored courses. Whether conducting training, educational programming, a workshop or exercise, quality improvement methods such as assessment surveys, evaluation forms, after action reports, and improvement plans are utilized. Columbus Public Health is committed to improving quality in all of its services, processes and programs, including workforce development, and all staff is required to be engaged in quality efforts3.

VI. Workforce Policies

The CPH Workforce Development Plan and Appendices, as well as other affiliated workforce development policies and procedures are maintained in the OWD, located in the Human Resources Office at CPH. These documents and associated workforce resources are also posted on the CPH intranet site9, specifically on the workforce development page, human resources page, and the policies and procedures page.

CPH has written policies and procedures to address training, competencies, the professional diversity of the workforce and other workforce development needs. The OWD remains engaged in ensuring these policies and procedures are followed; however the overall management and implementation is the responsibility of the individual program areas. In addition the CPH Administrative Policies and Procedures Manual10 addresses staff development, obtaining approval to attend external conferences and seminars, and tuition reimbursement for employees seeking further education.


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Key Workforce Policy Statements A. All existing employees shall annually complete department-wide training competencies (see Appendix B: CPH

Required Annual Training Plan for Full-time and Part-time Staff). B. All new employees shall complete orientation training within provided deadlines10 11 (see Appendices C - E:

New Employee Training Plans). C. All employees must obtain approval from their supervisor prior to attending training; this includes requests

for funding11. D. All new and existing CPH employees must complete National Incident Management System (NIMS) training to

competently and confidently respond to any multi-hazard incident12.

Agency-wide workforce development-related policies and procedures include:

Policy/Procedure Program Responsibility CPH Administrative Manual Human Resources Section, Appendix A.1: Hiring and Onboarding Procedures

Human Resources Officer

Cardiopulmonary Resuscitation Training for Staff Chief Nursing Officer, Assistant Health Commissioner Counselor and Social Worker Staff Competencies Director of Social Workers Dental Sealant Staff Competencies Dental Sealant Program Manager Environmental Health Division New Sanitarian Training

Environmental Health Division

Licenses and Credentials Verification Policy Human Resources Officer National Incident Management System Training Office of Emergency Preparedness Nursing and Clinical Staff Competencies Chief Nursing Officer, Assistant Health Commissioner Nursing Continuing Education Planning & Implementation

CPH Primary Nurse Planner

Nursing Supervision and Nursing Practice Evaluation

Chief Nursing Officer, Assistant Health Commissioner

Onboarding New Nurses Chief Nursing Officer, Assistant Health Commissioner

As required through a Public Health Emergency Preparedness (PHEP) grant, the CPH Office of Emergency Preparedness maintains and updates annually a Multi-Year Training and Exercise Plan13. This Plan serves as a roadmap to accomplish the priorities described in the PHEP grant by following a coordinated homeland security strategy that combines enhanced planning, innovative training, and realistic exercises to strengthen our communities’ emergency prevention and response capabilities. Training and exercises play a crucial role in this strategy, providing CPH with a means of attaining, practicing, validating, and improving public health response capabilities.

VII. CPH Sponsored Workforce Programs In order to support a capable and qualified workforce, the CPH OWD coordinates several internal programs to build the capabilities and competencies of all staff, including, managers, supervisors and future leaders. Training topics are selected from training needs assessment results, current topics of importance to the department, input from the Workforce Development Workgroup, lessons learned from past exercises and real events, and suggestions from staff.


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A. CPH Supervisor Toolbox Created in 2013, this training program is for CPH staff currently in supervisory and/or management positions and for those that have an interest in future promotion into these positions. Supervisor Toolbox programs are scheduled throughout the year and offer instruction on a variety of topics regarding supervising and managing employees. (See Appendix F: CPH Supervisor Toolbox and CPH Fundamentals Training Series Schedule).

B. CPH Fundamentals

Created in 2014, this training program is open to all staff to obtain professional development in a variety of public health-related topics. When possible, trainings are conducted in partnership with a professional continuing education group (i.e. Nursing, Social Work, or Environmental Health) or a department program (e.g. Health Equity). The CPH Fundamentals training series is classroom-based and offered several times throughout the year. (See Appendix F: CPH Supervisor Toolbox and CPH Fundamentals Training Series Schedule).

WORKFORCE PROFILE This section provides a description of CPH’s current and anticipated future workforce needs. I. Current Workforce Demographics

The table below summarizes the demographics of the agency’s current workforce as of October 16, 2018. The numbers reflect a retirement assumption at 60 years of age or 30 years of City service.

Category # or %

Total # of Employees: 485 # of FTE: 413 Payment Source: % Paid by General Fund: % Paid by Grants:

# = 271 / 56% # = 214 / 44%

Gender: Female:

Male:

371 114

Race: Hispanic:

Asian: African American:

Caucasian: Two or more:

11 9

115 340 10

Age: < 19:

20 – 29: 30 – 39: 40 – 49:

– 59: > 60:

3

72 133 106 97 74

Management: Supervisors and Program Managers: Executive/Administration:

87 11

Primary Professional Disciplines/Credentials: Counselors:

Dental Assistants and Hygienists:

9

13


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Dentists: Dietitians:

Medical Technologists: Nurses:

Physicians: Social Workers:

Registered Sanitarians/Sanitarians-in-Training: Veterinarian:

1 26 5

73 2

15 47 1

Other Non-Credential Disciplines: Epidemiologist:

9

Employees < 5 Years from Retirement (based on age 60 and above): Management:

Non-Management:

20 54

Employees with 25 or more years of City Service 31 II. Future Workforce

A. Succession Planning The workforce demographics of CPH staff are diverse and ever changing. Within the next five years, 15% of CPH’s workforce will be eligible to retire. Of this number, 4% are currently in a senior leadership or management position. Although this is a marked decrease from previous years, CPH intends to remain vigilant and prepared to fill these gaps from a pool of qualified candidates. Based on CPH’s results from the 2017 Public Health Workforce Interest and Needs Survey Results (PH WINS; see Appendix G) survey a primary recommendation was to prioritize succession planning in that 38% of CPH’s workforce is over the age of 50. To address this area CPH will continue to: offer trainings for managers; supervisors and future leaders through CPH Supervisor Toolbox; work with Citywide Training & Development to increase participation in an existing supervisor training series; develop an orientation training for new supervisors; and develop a course of action for succession by creating plans to build a bench of strength within the organization.

B. Strategic Plan & Organizational Capacity The newly updated CPH Strategic Plan2 provides several opportunities to strengthen and develop the department’s workforce. CPH’s priorities and values set the future direction for the agency and take into account changes occurring within the external environment. This includes increased emphasis on health equity, social determinants of health (including violence), mental health and addiction, expanded partnerships/collaborations, and technology. Training on these cross-cutting topics will be expanded in an effort to strengthen CPH employees’ ability to meet current and future public health challenges in the community. Within the Organizational Capacity perspective, CPH established a strategic objective to “Attract, develop, and maintain effective performers.” This will be addressed in the following manner. 1. Employee Satisfaction

Based on the 2017 PH WINS results, CPH staff reported a job satisfaction rating of 87% as being somewhat or very satisfied with their jobs. CPH will implement methods such as enacting workplace policies and practices that support job satisfaction to improve retention rates. The department will also continue to survey staff on job satisfaction at least every two years. (Key performance measure - % of staff who agree/strongly agrees that CPH is a good place to work).

2. New Employee Satisfaction Another area of job satisfaction is to determine the effectiveness of CPH’s recently revised new employee orientation program. CPH will continue to survey new full-time and part-time employees six months after


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their start date to determine whether they ‘agree’ or strongly agree’ that their onboarding/evaluation experience was excellent. After establishing a baseline the department’s goal is to increase this number following each evaluation.

3. Recruitment and Retention CPH is committed to strengthening and maintaining recruitment and retention efforts to ensure a skilled and well-trained workforce. Finding qualified external candidates with public health experience is often a challenge, especially in filling nurse management positions. As a public service agency we also want to be cognizant that our workforce reflects the diversity of the population we serve. In alignment with the CPH Strategic Plan, CPH will focus on continually improving its recruitment, hiring and interviewing efforts.

As we look towards the future, the complexity and reality of maintaining and improving public health practice at CPH will demand much of its staff. The identified workforce development goals and Curriculum and Training Schedule reflect these needs by focusing on areas such as: community engagement and partnerships; health equity; organizational capacity; quality improvement; supervisor and leadership development; and technology. CPH will invest in its workforce by continuing to build a robust training and professional development program in order to retain current employees, prepare the workforce for all-hazard emergencies, enhance the competencies of management staff, build a bench of future public health leaders and provide staffing redundancy. COMPETENCIES & EDUCATIONAL REQUIREMENTS Columbus Public Health follows the Council on Linkages Core Competencies for Public Health Professionals14 as the department’s primary public health competencies as these are considered to be the national standard guiding the development of the current and future workforce. In addition to the Council on Linkages, CPH utilizes a competency framework consisting of four areas of focus that integrate other organizational and professional competencies. This framework is used not only to plan and develop workforce development strategies but is incorporated into the department’s functional public health competency-based job descriptions. I. Organizational Competencies

A. All CPH employees are expected to follow organizational (agency) level competencies. B. Organizational competencies are selected from the following sources: CPH Strategic Plan2, employee

performance evaluation categories15, and other areas of importance to the organization. C. Organizational competency areas include the following:

1. Customer Focus 2. Accountability 3. Research / Science-based 4. Equity and Fairness 5. Continuous Quality Improvement 6. Occupational Health and Safety 7. Emergency Preparedness 8. Communications

II. Manager/Supervisor/Executive Level Competencies

Competencies specific to employees who are managers, supervisors and/or leaders at the executive level. In most, but not all cases the position may supervise one or more employees. A. Managing Performance15 B. Managing Resources15 C. Leadership and Systems Thinking Skills14


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D. Public Health and Crisis Leadership Competency Framework16 III. Job Specific Competencies

A. The Council on Linkages Core Competencies for Public Health Professionals is the primary competency set used in the job specific category. The delineation of the three tiers, used to define the type of position, is incorporated into the workforce development planning strategy. 1. Tier One: front line employees; 2. Tier Two: mid-level employees; and 3. Tier Three: senior management leadership.

B. Competencies in the job specific category reflect the functional part of the employee’s job and/or the minimum level of expected practice.

C. Competencies from other disciplines may also be utilized in this category, such as those that do not require certification or licensure (including epidemiology, health equity and emergency preparedness) or are not public health specific (such as human resources, fiscal and information technology).

IV. Professional Competencies

A. These competencies are discipline-specific and may not be utilized for all positions. B. The professional competency category is used for staff employed in a field of study needing advanced

knowledge. This includes employees who need to maintain a certificate or license that requires continuing education in order to do a critical requirement of their job.

C. See ‘CE required by discipline’ for a list of professional competency areas that CPH supports in developing workforce development planning strategies.

CE Required by Discipline – Multiple public health-related professional disciplines at CPH require continuing education (CE) for ongoing licensing and practice. Columbus Public Health supports training to ensure CE is attainable in the various professions. It is the employees own responsibility to obtain the necessary CE to maintain required licensures and/or certifications. Professional disciplines supported at CPH and their associated CE requirements, are shown in the following table:

Discipline Ohio CE Requirements

Advanced Lactation Consultant 25 hours every three years Advanced Practice Registered Nurse (APRN) 24 – 36 hours (Clinical Nurse Spec.)

75 – 100 hours (Nurse Practitioner) Certified Dental Assistant 12 hours every year Certified Health Education Specialist (CHES/MCHES)

75 hours every five years

Chemical Dependency Counselor and Prevention Specialist (CDCA I, CDCA II, LCDC II, LCDC III, LICDC, LICDC-CS, RA, OCPSA, OCPS, OCPC)

40 hours every two years (CDCA, LCDC II, LCDC III, LICDC, LICDC-CS) 20 hours every two years (OCPSA) 40 hours every two years (OCPS-I, OCPS-II)

Certified Lactation Counselor (CLC) 18 hours every 3 years Certified Lactation Specialist (CLS) 25 CERPs or recertify by exam every 5 years Clinical Counselor (LPC, LPCC, LPCC-S) 30 hours every two years Commercial Pesticide Applicator 5 hours every three years Community Health Worker (CHW) 15 hours every two years Dental Assistant/Radiographer 2 hours every two years Dental Hygienist 24 hours every two years Dentist (DDS) 40 hours every two years


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International Board Certified Lactation Consultant (IBCLC)

75 hours every 5 years and recertify by exam every 10 years

Licensed, Registered Dietitian/ Nutritionist (LD, RDN)

75 hours every five years

Medical Physician (MD, DO) 100 hours every two years Medical Technologist 36 hours every three years Nursing (RN, LPN, APRN) 24 hours every two years Registered Dietetic Technician (RD) 50 hours every five years Registered Health Information Administrator (RHIA) and Registered Health Information Technician (RHIT)

30 hours every 2 years for RHIA 20 hours every 2 years for RHIT

Registered Sanitarian (RS) Sanitarian-in-Training (SIT)

18 hours per year

Social Worker (SWA, LSW, LISW, LISW-S) 30 hours every two years Veterinarian (DVM) 30 hours every two years

TRAINING NEEDS This section describes both identified and mandatory training needs for CPH as well as targets for achieving specific competencies among staff. The identified trainings were identified based on results from the CPH Strategic Plan2; training needs assessments; findings from the annual Training Planning Workshop; training required for all staff (organizational level); and training required for professional licensure competencies. I. Training Needs Assessments and Results

To further prepare and organize training and educational development at CPH, surveys and assessments are utilized to obtain real-time feedback from staff. Columbus Public Health conducts an agency-wide public health training needs assessment at least once every three years.

A. Annual Training Planning Workshop

Each year the Workforce Development Manager facilitates a Training Planning Workshop with the Workforce Development Workgroup, which consists of 30 staff members representing multi-disciplinary programs from throughout the department. The Workshop identifies needed training for staff development and future workforce development projects. (See Appendix H: Annual Training Planning Workshop Results).

Key findings that informed the Workforce Development Plan: 1. To learn more about what other CPH programs do. CPH offers so many programs, that staff would like to be

more informed to be able to best meet the needs of clients. 2. To learn about new aspects of CPH including the Community Health Assessment, Community Health

Improvement Plan and CPH Strategic Plan, as well as how decisions are made and how this work impacts the role of employees.

B. City of Columbus Training & Development Needs Survey

In most calendar years, the Citywide Office of Training & Development conducts an online training needs survey for all city employees. The purpose of the survey is to identify training gaps throughout the city and to enable Citywide Training and Development to provide professional development programs to enhance the employee’s work experience. Columbus Public Health receives a separate summary report representative of our agency which is incorporated into CPH’s workforce planning. (See Appendix I: Citywide Training Needs Assessment Results).


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Key findings that informed the Workforce Development Plan: 1. Customer service 2. Management and supervisor level courses

II. Public Health Workforce Interests and Needs Survey (PH WINS) As a member of the Big Cities Coalition, CPH participates in PH WINS every three years. Coordinated by the Association of State and Territorial Health Officials and the deBeaumont Foundation, the survey captures individual perspectives related to workplace environment, training needs and trends impacting public health that further informs future investments in workforce development. (See Appendix G: CPH Public Health Workforce Interests and Needs Survey Results).

Key findings that informed the Workforce Development Plan:

A. Of the approximately 500 employees, 257 staff completed the survey for a 56% response rate. B. 87% job satisfaction rate of workers who are somewhat or very satisfied with their jobs. C. 84% of workers satisfied or very satisfied with the organization. D. 25% of workers plan to leave the department in 2018 (4% due to retirement) E. The top three areas of excellence for employee engagement (percentage of staff that agree/strongly agree):

1. 96% - the work I do is important 2. 93% - know how my work relates to the agency’s goals and priorities 3. 88% - employees learn from one another as they do their work

F. The top three opportunities to improve employee engagement (percentage of staff that agree/strongly agree): 1. 71% - employees have sufficient training to fully utilize technology needed for their work 2. 52% - communication between senior leadership and employees is good in my organization 3. 50% - creativity and innovation are rewarded

G. The top skill gaps and training opportunities for non-supervisors include: 1. Systems and Strategic Thinking 2. Develop a Vision for a Healthy Community 3. Change Management

H. Top skill gaps and training opportunities for supervisors and managers include: 1. Systems and Strategic Thinking 2. Budget and Financial Management 3. Develop a Vision for a Healthy Community

I. Overall recommendations: 1. Prioritize succession planning 2. Invest in training for the existing public health workforce 3. Enact workplace policies and practices that support job satisfaction and improve retention

III. Agency-Specific Needs

The CPH Required Annual Training Plan for Full-time and Part-time Staff (see Appendix B) addresses the agency-specific competencies needed to be a fully functioning public health department. The training plan applies to all full-time and part-time staff, including supervisors, and addresses agency, local, state and national training requirements.


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The table below lists the required annual training for CPH employees:

Training Audience Frequency Bloodborne Pathogens Nursing and clinical support staff Annually Clinical Competencies and Skills Day – Part I

Nursing and clinical support staff Annually

Clinical Competencies – Part II Nursing and clinical support staff Annually Diversity & Inclusion (citywide) All FT and PT staff Every 3 years Drug-Free Safety Program Refresher – Employees (citywide)

All FT and PT staff Annually

Drug-Free Safety Program Refresher – Supervisors (citywide)

Supervisors Annually

CPR for Healthcare Providers Nursing and clinical support staff Every two years Emergency Response Plan All FT and PT staff Annually Health Equity Basics All FT, PT and temporary staff Every two years HIPAA All CPH staff Annually Implicit Bias (CPH version) All FT and PT staff Annually Implicit Bias (citywide) All HACP staff Every two years Infectious Disease Emergency Response Plan

All FT and PT staff Every two years

The Ohio Ethics Law: It’s Everybody’s Business (citywide)

All staff Annually

Points of Dispensing (POD) 101 All FT and PT staff Every two years Respirator Training All FT, PT and seasonal staff Annually Sexual Harassment (citywide) All FT and PT staff Every 3 years Title VI – Civil Rights Act of 1964 All FT, PT and temporary staff Every two years Violence in the Workplace (citywide) All FT and PT staff Every 3 years

IV. New Employee Training Needs

To ensure that new employees receive a well-rounded introduction to CPH, program and training guidance is available for both new employees and hiring managers. The CPH New Employee Orientation Checklist17 is a guidance document to assist with orienting a new employee, whether a full-time, part-time, temporary, or seasonal, as well as new supervisors. CPH maintains training plans for all levels of new employees (see following appendices): A. Appendix C: CPH New Employee Training Plan for Full-time and Part-time Staff B. Appendix D: CPH New Employee Training Plan for Seasonal Staff C. Appendix E: CPH New Employee Training Plan for Temporary Staff

V. Discipline-Specific Competency Needs

Columbus Public Health has assessed the professional (or discipline) specific competencies representative of the department as noted previously. These require advanced knowledge in a field of study and include those employees who need to maintain a certificate or license that requires continuing education in order to do a critical requirement of their job.

As previously referenced in the Policy Section of the Plan, the following discipline-specific professional groups have developed internal competencies and written policies to ensure staff is trained to work and respond at the same level: nurses, counselors and social workers, dental hygienists and dental assistants, as well as registered sanitarians and sanitarians-in-training. To ensure competence, a skills day is held annually for nursing and clinical staff to


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perform and demonstrate identified skills to a Clinical Observer. In addition, the New Employee Training Plan for Full-time and Part-time Staff (see Appendix C) provides a list of discipline-specific competency trainings that are assigned to the new employee at the time of hire.

WORKFORCE DEVELOPMENT GOALS This section represents CPH’s workforce development goals which are in alignment with the CPH Strategic Plan, needs assessment results and quality improvement initiatives. I. Administration - Workforce

Goal Measure Time Frame Responsible Party Update Workforce Development Plan

Update plan and incorporate CPH Strategic Plan and training needs assessment results

November 30, 2018 Biennially

Workforce Development Manager (WDM)

Convene the Workforce Development Workgroup

Workforce Development Workgroup will meet quarterly

March 2019 June September December

WDM

Conduct a department-wide Training Planning Workshop

Conduct annually as an addition to regularly scheduled Workforce Development Workgroup meeting

September 2019 WDM

Institute online pre-registration and evaluation

Develop and implement online pre-registration and post evaluations for trainings sponsored by the OWD

January 2019 WDM

Ensure new employees complete training within one week of start date

Track the % of FT/PT staff completing six new employee module trainings within one week of start date

Quarterly WDM

Ensure new employees complete training within three months of start date

Track the % of FT/PT staff completing identified new employee trainings within three months of start date

Quarterly WDM

II. Community Engagement and Partnerships

Goal Measure Time Frame Responsible Party Research becoming an Academic Health Department

Work with the Council on Linkages and the Ohio State University to explore a future academic health department partnership

December 2019 Office of Planning & Quality Improvement and WDM

Obtain access to online research journals

Research feasibility with partner agencies to gain online access for staff to professional and research journals

June 2019 WDM and Nurse Planner

Strengthen community partnerships in public health

Health Equity Promotion will further develop new Neighborhood Ambassador Program

June 2019 Health Equity Promotion, Neighborhood Health Division


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III. Organizational Capacity Goal Measure Time Frame Responsible Party

Plan and implement first-ever Helping You Help Others: Navigation of Internal Services Expo

Plan and hold Expo; evaluate and determine whether future Expo’s would be beneficial. Proposed External Expo for fall 2019.

October 2018 October 2019

WDM and Expo Committee

Conduct at least three CPH Fundamentals training sessions

Programs will address identified needs from training planning workshops and needs assessment results

Throughout the year WDM

Increase communication between senior leadership and employees

Pilot walk rounds where Division Director walks and meets with staff to problem solve. Evaluate effectiveness of expanding to other divisions.

June 2019 Office of Planning & Quality Improvement

Expansion of mentoring program

Research and implement preceptor mentor program with nurses and social workers

February 2019 WDM, Clinical QI Coordinator and Social Worker CE Coordinator

IV. Recruitment and Retention

Goal Measure Time Frame Responsible Party Attract effective performers and strengthen recruitment efforts

Create recruitment package to promote benefits of CPH employment. Review hiring practices to ensure staff hired meet the diversity of our clients

December 2020 Office of Human Resources

Develop and retain effective performers

Survey new full-time and part-time employees six months after start date to determine whether they agree/strongly agree that onboarding/evaluation experience was excellent

Quarterly beginning January 2019

Office of Human Resources

Develop and retain effective performers

Survey CPH staff annually to assess job satisfaction (% of staff who agree/strongly agree that CPH is a good place to work


V. Supervisor and Leadership Development

Goal Measure Time Frame Responsible Party Develop a course of action for department-wide succession planning

Write a plan to address succession planning. Provide training for managers and supervisors to prepare for leadership positions.


Conduct at least three CPH Supervisor Toolbox training sessions

Programs will address identified needs from training planning workshops and needs assessment results

Throughout the year WDM

Expand new employee training for supervisors for both new hires and those promoted within the department

Create and post online version. Create and conduct classroom workshop.

December 2019 WDM and Office of Human Resources


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VI. Technology Goal Measure Time Frame Responsible Party

Maintain Lippincott Update Lippincott data base at least once every two weeks. Monitor and update trainings, as needed. Provide training for internal administrators.

Ongoing Training by December 2019

WDM

Obtain administrative rights to Training Gateway and identify how system can benefit training at CPH

Expand use of system to provide online training for staff. Learn system to be able to post CPH-specific trainings.

Ongoing WDM

Research a web-based human resources employee data system

Create a committee to automate CPH manual, paper-based processes resulting in an average 10% improvement in efficiency.

March 31, 2022 Department of Technology and Office of Human Resources

Implement a new performance management platform

Train staff on how to use new performance management platform

March 2019 Office of Planning & Quality Improvement

PLAN IMPLEMENTATION This section provides information regarding the roles, responsibilities, and communication aspects related to the implementation of the CPH Workforce Development Plan. I. Roles and Responsibilities

Who Roles & Responsibilities Board of Health Responsible for ensuring resource availability to implement the Workforce Development

Plan. Health Commissioner Responsible to the Board of Health for workforce strategy, priority setting, establishment

of goals and objectives, and establishing an environment that is conducive and supportive of learning. Identifies high potential employees as part of agency succession plan.

Chief Nursing Officer Responsible through legislative authority for all nurses employed at CPH. Assures nursing licensure and competencies are being met. Reports to the Ohio Board of Nursing regarding any nurses “who engage in conduct that is grounds for disciplinary action by the Board” (Ohio Revised Code 4723-34).

Human Resources Office Provides guidance to the Health Commissioner regarding workforce development and assists in creating a culture that is conducive and supportive of learning. Provides guidance to the Directors with coaching, mentoring and succession planning. Responsible for informing supervisors of workforce development needs, plans, and issues.

Strategic Advisory Team Consists of all senior level staff and division directors. Responsible to the Health Commissioner for all employees within their divisions. Supports, coaches, and mentors supervisors and/or employees to assure that appropriate training resources and support structures are available within the division. Approves the Workforce Development Plan. Identifies high potential employees as part of CPH’s succession plan. Ensures required trainings are completed in a timely manner.


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Who Roles & Responsibilities Supervisors and Program Managers

Responsible to their Division Director, supervisor and employees to ensure that individual and organizational-based training initiatives are implemented. Works with employee to develop an individualized learning plan and supports the implementation of the plan (i.e., time away from work, coaching, opportunities for application, tuition reimbursement, etc.). Identifies high potential employees as part of CPH’s succession plan. Ensures required trainings are completed in a timely manner.

All Employees Ultimately responsible for their own learning and development. Work with supervisor to identify and engage in training and development opportunities that meet their individual as well as organizational-based needs. Identify opportunities to apply new learning on the job. Write and implement individualized learning plans. Complete required training in a timely manner. Complete required continuing education needed for licensure and maintain and recertify said licensure on time. Maintain a record of all trainings completed. Maintain Lippincott accounts.

Office of Workforce Development

Plans for and implements a workforce development strategy based on CPH Strategic Plan, direction from Health Commissioner’s Office and needs assessment results. Writes and maintains Workforce Development Plan and Curriclum Training Schedule. Works with continuing education planners and training coordinators to ensure appropriate training and development opportunities for staff. Communicates trainings to staff utilizing an internal intranet page and by email. Maintains Lippincott, Training Gateway, and OhioTRAIN learning management sites and workforce development intranet page. Maintains all workforce development related plans, policies and procedures. Coordinates CPH Supervisor Toolbox and CPH Fundamentals. Facilitates the Workforce Development Workgroup and annual Training Planning Workshop. Tracks department-level training on a training log.

Multi-Disciplinary Continuing Education Planners

Collaborates with other disciplines to provide continuing education units for CPH sponsored trainings. Ensures department is aware of licensing changes that impact staff training and needed CE units.

Workforce Development Workgroup

Consists of staff from throughout the department who coordinates training programming and continuing education professional groups. Provides input to workforce development planning and initiatives. Reviews the Workforce Development Plan. Participates in annual Training Planning Workshop. Subcommittees work on special projects as needed.

Lippincott Administrator Workgroup

Assists Lippincott Administrator with maintaining department learning management system. Maintain user groups, review and update trainings, update learner questions, and post staff training.

II. Communication Plan

Training opportunities are shared with employees through agency email, the weekly electronic staff announcements, and through the CPH Office of Workforce Development intranet page site. This plan is reviewed by the CPH Workforce Development Workgroup and Human Resources Office. Final approval is obtained through the CPH Strategic Advisory Team and the Health Commissioner’s Office. This plan is communicated to staff through the Strategic Advisory Team and the CPH Workforce Development Workgroup. The finalized plan is distributed to all staff through the electronic staff announcements.


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An electronic copy of this plan is available on the CPH Workforce Development intranet page site and a paper copy is maintained in the CPH Human Resources Office.

EVALUATION AND TRACKING Evaluation of training provides CPH with useful feedback regarding its efforts, including content, delivery, vendor preferences and training effectiveness. Accurately conducting evaluations and tracking results is necessary, particularly for professional continuing education documentation and quality improvement purposes. This section describes how evaluation and tracking of training are conducted. I. Evaluation

Columbus Public Health uses various means to evaluate training. Evaluation methods are contingent upon the training provider and continuing education reporting requirements.

A. Through evaluation, trainings and exercises are continually improved using a building-block approach which

includes:

1. Increasing complexity: by developing and improving plans, conducting training to increase skills, building a bench of qualified candidates, and exercising to increase capabilities.

2. Lessons learned: to improve future trainings and exercises from successes documented throughout the process and to improve on previously demonstrated skills and capabilities.

3. Needed improvements: by documenting gaps and implementing them into future trainings and exercises. 4. Best practices: capitalizing on what CPH does well and proactively enhancing those behaviors in future

trainings and exercises; and sharing best practices with other local health departments and within the community.

Each year CPH conducts two training planning sessions: 1) a Training Planning Workshop with the Workforce Development Workgroup in the fall; and 2) the Office of Emergency Preparedness conducts a Training and Exercise Planning Workshop in the spring to fulfill grant requirements. Each Workshop is comprised of staff with subject matter expertise to provide input on needed trainings, exercises and workforce initiatives. B. The following guidance is taken into consideration during the workshops:

1. CPH strategic priorities and goals; 2. Continuing education requirements; 3. Professional competencies and capabilities; 4. Required agency, local, state and national training requirements; 5. Findings from training needs assessment surveys; 6. Training evaluation results; 7. Identified training gaps; 8. Trainings of real-time importance and current hot topics; and 9. Findings identified from corrective actions and improvements from past exercises and real events.

C. CPH uses the following methods to evaluate and improve workforce development planning:

1. A CPH Training Form (see Appendix J) is utilized to develop and capture details prior to each training, including the purpose, training objectives, room set up and other trainer needs. This also includes internal trainings developed and posted on Lippincott.


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2. Prior to every training SMART and measureable objectives are written which address the needed competencies. The performance is evaluated against identified competencies, core capabilities and objectives.

3. To obtain participant feedback all trainings utilize a written evaluation form (see Appendix K – CPH Evaluation Form template) or an online survey utilizing Survey Monkey. The evaluation results are reviewed and a training summary report written. The results are used to improve future trainings.

4. Exercise Design Team members use the Homeland Security Exercise Evaluation Program (HSEEP) to assist with the design and evaluation of trainings and exercises using the building block approach.

5. The evaluation of all department-sponsored exercises incorporates the methods of written evaluation forms and verbal feedback from participants in the form of a ‘Hotwash’.

6. Designated evaluators use an HSEEP Exercise Evaluation Guide (EEG) to evaluate identified objectives and tasks during an exercise. The EEG’s are localized when needed to fit the exercise criteria.

7. An After Action Report (AAR) is completed within thirty days of the exercise or real-time event. 8. An Improvement Plan (IP) is completed within ninety days of the exercise or real-time event to include a

corrective action plan. 9. The AAR and IP reports are used to make improvements to CPH emergency plans, set training initiatives, and

improve future capabilities-based trainings and exercises. 10. An Exercise/Event Corrective Action Tracker is utilized as a continuous quality improvement tool to track all

corrective actions documented in AAR’s and IP’s. The Tracker is reviewed quarterly and sent to all applicable internal/external stakeholders. Those responsible for resolving identified corrective actions are expected to follow through and address identified gaps in a timely manner.

11. Lessons learned, best practices and other training data are reported to the Workforce Development Workgroup during quarterly meetings.

II. Tracking

The tracking of training includes a variety of different methods including: pre-registration lists, certificates of completion, training transcripts, online databases and attendee sign-in sheets. All classroom trainings use a sign-in sheet to track participant attendance (see Appendix L – CPH Sign-in Sheet template).

Methods to track training also include electronic formats or learning management systems. The following online programs are utilized at CPH to track staff training: A. Lippincott Nursing Procedures and Skills7 – an online reference and training site built for healthcare

professionals. This system is used as the primary learning management site for all CPH staff. Columbus Public Health has the capability to post CPH-specific trainings on this site, such as annual competency requirements and discipline-specific trainings. Supervisors also have the ability to check the progress of their staff.

B. OhioTRAIN18 (Ohio Training Finder Real-time Affiliate Network) - a free secure, web-based, database system that functions as a learning management tool. The system has the ability to create and maintain personal learning records, perform course searches via a nationwide database for onsite and/or distance based courses, as well as provides the ability to register for courses online.

C. Citywide Training Gateway8 – also referred to as ‘Cornerstone’, this online web-based site is the primary learning management system for all City of Columbus employees. All online city-specific trainings, such as Ethics and the Drug-Free Safety Program are posted on this site by a Training Gateway administrator. CPH has been provided some administrative rights to post city-specific trainings for new CPH employees and to track the completion of staff trainings.

Employees are responsible for completing identified trainings within established time limits. Employees are also responsible for tracking their own training and are required to use Lippincott, the Training Gateway, or other acceptable electronic or paper-based methods to verify completion.


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Supervisors are responsible for ensuring staff complete training in a timely manner. All supervisors have access in Lippincott and the Training Gateway to review the training records of their staff to validate that training is completed and to ensure that assignments are not past due. The tracking of training is also done by individual programs, such as the Office of Emergency Preparedness, Environmental Health, Health Equity, the Nursing CE Coordinator and the Social Worker CE Coordinator.

III. Accountability

The OWD is the primary record keeper and tracker for all agency-specific training. All NIMS required training is tracked through the OWD and reported quarterly for department performance management purposes. The OWD maintains an annual training log of all proposed and completed trainings. The information tracked includes: dates, training titles, training duration, number in attendance, and name of the trainer. Also quarterly a list of staff that has not completed required training is forwarded to the Strategic Advisory Team for review. Annually the OWD prepares a report for the CPH Human Resources Office of employees who have not completed required trainings in a timely manner in order to post these infractions on annual performance reviews.

CITATIONS 1. 1Public Health Accreditation Board Accreditation Domain 8 – Workforce Development, Version 1.5, Adopted

December 2013 2. 2CPH 2018 – 2022 Strategic Plan, July 2018 3. 3CPH Performance Management and Quality Improvement Plan, December 2018 4. 4United States Census Bureau, 2017 5. 5Columbus and Franklin County Community Health Assessment, September 2017 6. 6Table of Organization for CPH, February 2018 7. 7Lippincott Nursing Procedures and Skills – http://procedures.lww.com 8. 8Citywide Training Gateway - https://cityofcolumbus.csod.com/ 9. 9CPH Intranet site - http://intranet/Health2/Admin%20Pages/Policies,%20Procedures%20and%20Forms.aspx 10. 10CPH Administrative Policies and Procedures Manual, Section 1: Human Resources, November 2018 11. 11 CPH Administrative Manual Human Resources Section, Appendix A.1 Hiring and Onboarding Procedure,

November 2018 12. 12CPH National Incident Management System Training Policy and Procedure, May 2018 13. 13CPH Multi-Year Training and Exercise Plan, August 2018 14. 14Council on Linkages Core Competencies for Public Health Professionals,

http://www.phf.org/resourcestools/pages/core_public_health_competencies.aspx 15. 15City of Columbus MCP/HACP Performance Excellence Program 16. 16National Public Health Leadership Development Network, Public Health and Crisis Leadership Competency

Framework 17. 17CPH New Employee Orientation Checklist, April 2018 18. 18OhioTRAIN – http://oh.train.org

CONTRIBUTORS The following staff contributed to the authorship of this document:

1. Beth Ransopher, Management Analyst II/Workforce Development Manager; Primary Author 2. Kevin Williams, Human Resources Officer 3. Tracy Poling, Human Resources Analyst 4. Michelle Groux, Epidemiology Supervisor 5. Anita Clark, Fiscal Manager

http://procedures.lww.com/

https://cityofcolumbus.csod.com/

http://intranet/Health2/Admin%20Pages/Policies,%20Procedures%20and%20Forms.aspx

http://www.phf.org/resourcestools/pages/core_public_health_competencies.aspx

http://oh.train.org/


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PLAN MAINTENANCE & POINT OF CONTACT The CPH Office of Workforce Development in the Human Resources Office is responsible for training and workforce development initiatives, including the maintenance of this plan. The Workforce Development Plan is reviewed every two years. For questions about this plan, please contact: Beth Ransopher, RS, MEP

Management Analyst II/Workforce Development Manager Columbus Public Health Human Resources Office/Office of Workforce Development 240 Parsons Avenue // Columbus, OH 43215 614-645-0308 // [email protected]

APPENDICES & ATTACHMENTS Appendix A: CPH Curriculum and Training Schedule Appendix B: CPH Required Annual Training Plan for Full-time and Part-time Staff Appendix C: CPH New Employee Training Plan for Full-time and Part-time Staff Appendix D: CPH New Employee Training Plan for Seasonal Staff Appendix E: CPH New Employee Training Plan for Temporary Staff Appendix F: CPH Supervisor Toolbox and CPH Fundamentals Training Series Schedule Appendix G: CPH Public Health Workforce Interests and Needs Survey Results Appendix H: CPH Annual Training Planning Workshop Results Appendix I: Citywide Training Needs Assessment Results Appendix J: CPH Training Form Appendix K: CPH Evaluation Form Template Appendix L: Sign-in Sheet Template Attachment 1: Population Served Chart REFERENCE FORMS N/A

mailto:[email protected]


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Attachment 1: Population Served Chart Though the racial make-up of Columbus city remains predominately Caucasian (61%), our city is rapidly becoming more diverse with both the Asian and Hispanic/Latino communities growing. The Asian population increased from 4% in 2010 to 5% in 2016. The Hispanic/Latino population has more than doubled since 2000 to almost 7%. Worthington city has also seen a slight increase in both its African American and Hispanic/Latino populations. The median household income in Columbus is $47,156 with 21% living below the poverty level. In addition, almost 12% of Columbus City residents are uninsured.

Population Chart for the Cities of Columbus and Worthington (Ohio)

2012 - 2016 Columbus City 1

2012 - 2016 Worthington City 1

Number Percent Number Percent

SEX AND AGE

Total population 837,038 14,155

Median age (years) 32 43

Male population 407,456 48.7% 6,732 47.6%

Female population 429,492 51.3% 7,423 52.4%

RACE

One Race (any ethnicity)

Caucasian or White 511,628 61.1% 13,224 93.4%

Black or African American 234,021 28.0% 175 1.2%

American Indian and Alaska Native 1,485 0.2% 9 0.1%

Asian 41,204 4.9% 203 1.4%

Native Hawaiian and Other Pacific Islander 386 0.0% 0 0.0%

Some other race 14,153 1.7% 219 1.5%

Two or More Races 34,161 4.1% 325 2.3%

HISPANIC OR LATINO ETHNICITY

Hispanic or Latino (of any race) 48,331 6.9% 321 2.8%

EMPLOYMENT STATUS

Population 16 years and over in labor force

Unemployed 6.9% 2.8%


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2012 - 2016 Columbus City 1

2012 - 2016 Worthington City 1

Number Percent Number Percent

INDUSTRY

Civilian employed population 16 years and over

Educational services, and health care and social assistance 105,037 12.5% 2,356 16.6%

Income and Benefits (In 2016 inflation-adjusted dollars)

Total households 340,268 5,790

Median household income (dollars) $47,156 $91,075

HEALTH INSURANCE COVERAGE

Civilian non-institutionalized population 830,968 13,933

With health insurance coverage

With private health insurance 529,037 63.7% 12,389 88.9%

With public coverage 186,068 22.4% 1,065 7.6%

No health insurance coverage 99,253 11.9% 408 2.9%

PERCENTAGE OF FAMILIES AND PEOPLE WHOSE INCOME IN THE PAST 12 MONTHS IS BELOW THE POVERTY LEVEL

All people 172,592 21.2% 523 3.8%

Under 18 years 58,722 31.4% 158 4.4%

18 years and over

18 to 64 years 105,600 19.2% 283 3.7%

65 years and over 8,270 10.8% 82 3.0%

1 Source: U.S. Census Bureau, 2012-2016 American Community Survey.

WORKFORCE DEVELOPMENT PLAN 2018 - 2020 · 2019-06-19 · Training and development of the workforce is one part of a comprehensive strategy toward agency quality improvement. Fundamental

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